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of expertise, and departments. Managers with a cross-functional team have needed different variations of input given the varying disciplines and areas of expertise of each member, but these inputs need to result into one cohesive output. Cross-functional teams are unique in the way that members don’t often speak the same language and have different levels of understanding or interpretation of the same subject. Members being from different departments, there is also a conflict in goals and understanding of what needs to be accomplished. Cross-functional teams benefit from diversity, which can bring along heightened creativity, problem solving, and effectiveness; but they can also be very problematic if not managed well, which would lead to them being ineffective and results into poor performers. And this is the problem with this team in the case study; As the CEO failed to provide guidance and communicate clearly with this team; he let them work as they thought best, with no guidelines and no set or clear objectives. He also failed to provide strong leadership, and instead faded into the background and let members lead themselves. Meetings, which aresupposed to be a great medium for teams and their effectiveness, were not well managed, andinstead of being a great and effective tool for improvement, they became a waste of time for most team members.2.I think that the team evolved to this low level of cooperation and cohesiveness mainly because of a lack of communication, lack of leadership, and selfishness in the way that team members are territorial, think more about themselves than the company, and don’t share workand information to achieve collective results. As the textbook explains, team cohesiveness is defined as the extent to which members are attracted to the team and motivated to remain in it. Team cohesiveness means team members have a commitment to team activities, attend